Management

Financial and Accounting Guide

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Not-for-profit organizations are among the most influential and powerful institutions in our society. They range in size from small and local to large and national—or even international. Their scope incorporates a wide range of activity: health and welfare, research, education, religion, social, and professional associations. They include foundations, membership societies, churches, hospitals, schools, and sports and political organizations. By any measure, not-for-profit organizations comprise a significant share of national income and employ a significant percentage of the national workforce. Not-for-profit organizations are among the most influential and powerful institutions in our society. They range in size from small and local to large and national—or even international. Their scope incorporates a wide range of activity: health and welfare, research, education, religion, social, and professional associations. They include foundations, membership societies, churches, hospitals, schools, and sports and political organiza- tions. By any measure, not-for-profit organizations comprise a significant share of national income and employ a significant percentage of the national workforce. Not-for-profit organizations are among the most influential and powerful institutions in our society. They range in size from small and local to large and national—or even international. Their scope incorporates a wide range of activity: health and welfare, research, education, religion, social, and professional associations. They include foundations, membership societies, churches, hospitals, schools, and sports and political organizations. By any measure, not-for-profit organizations comprise a significant share of national income and employ a significant percentage of the national workforce. All not-for-profit organizations are defined by their mission. Executive management and the board of directors have the responsibility to execute the mission. Financial stewardship is in the care of a financial officer employed by, or who serves as a volunteer for, the not-for-profit organization. The size and kind of organization determines the breadth and depth of the role for the individuals who are assigned fiscal manage- ment responsibility. Likewise, the size and kind of organization, and even the laws applicable to its state of incorporation, shape the fiduciary oversight provided by or required by the board.
The typically descriptive title of the fiscal officer varies among organizations. Large organizations may employ a Chief Financial Officer, Treasurer, and a Director of Accounting. Other organizations have a Con- troller, Business Manager, or Accounting Manager responsible for financial activities. In a very small organization, a volunteer will be assigned as treasurer.

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Detail Information

Series Title

Financial and Accounting Guide

Call Number

-

Publisher

USA : John Wiley & Sons, Inc., 2005

Collation

1-755

Language

English

ISBN/ISSN

13 978-0-471-72445-2

Classification

NONE

Content Type

-

Media Type

-

Carrier Type

-

Edition

7th Edition

Subject(s)

Accounting

Specific Detail Info

-

Statement of Responsibility

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Other version/related

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